Williamson D.D. Williamson had trouble managing projects that were successful, so they took a step back and pinpointed the cause of the issues. They found the cause to be the lack of project prioritization. There were projects of great importance being pushed to the side while less important projects were being started. As a result, projects went over budget and there was a great chance of missed opportunities due to their disorganization.
It also shows up as a poor attitude about quality. Quality is viewed as an add on, inspected in, and is an impedance to doing their job. Proper training is not viewed as a prerequisite to start a job which leads to unqualified people performing processes. This fundamental problem also creates an entire host of other problems. These problems, as stated in the case study, include: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops.
Managers took gamesmanship to improve their performance indicator without producing any positive economic effects. These problems had surfaced earlier, but the company top management fails to attach enough importance due to the following reasons. The setting of sales targets is not reasonable for all divisions at one rate.
As such, I feel that Ford and Firestone handled stakeholder issues poorly, and although certain measures were implemented after the incident, I feel that they were insufficient, tardy and unhelpful in regaining customer loyalty. As a result, outcomes of the crisis were less than desirable. From this, we are able to gain many valuable lessons so that these mistakes would not have been made in vain. The largest shortcoming of how Ford and Firestone handled the situation was that they refused to accept responsibility for the product failure. Instead, they shifted the blame to each other, citing the wrong tyre pressure as a reason.
The loophole employed by Enron has since been plugged by the Sarbanes-Oxley Act, however, the external auditors’ failure to exercise professional judgment in relation to such dealings reflects poorly on the effectiveness of their audit practices. The external auditors’ inability to recognize the nature of these special entities and the transactions being entered into by Enron prevented the auditors from recognizing them as part of the larger Enron economic entity. As a result, revenues were significantly overstated while liabilities were
Under this situation, the hard working did not earn any appraise for him, instead of reward, the unexpected discontinue made him feel not being fully respect. Therefore, he felt “lose face” and being distrust. However, on the other side, Charles Tang perceived different message through the lack of communication. In Charles mind, Yong Li, as a talent manager, disobeyed the corporate norms and culture. In reality, stereotypes are sufficiently subjective that emotions can negatively distort the meaning of an opponent’s actions, thereby gradually generating perceptions of conflicts (Sandra, 2009).
Unfortunately, something went wrong. Mr and Mrs Shelton are understandably upset because of the low-quality service provided. Their version and Mr Hoffner’s one are quite contrasting; restraining from determining which of those is true, a dysfunction occurred and it have to be righted. Mr Shelton’s points pertain to more than one problem: the main reason of his complaint is their clothes lost. But when he raised his query about dynamics of events he encountered other lacks: first of all Mr Hoffner’s weak willingness to handle his customer’s complaint, but also his own incompetence in trying to repair that issue.
Since this system was organized by an internal authority, it did not work too well. People in controls were on the same level so alliances were formed. They were not honest with reviews and the average workers were fearful to report and wrong doing to the superiors in fear of angering the higher ups. This dishonesty started the downward spiral of the unstable culture. 2) Discuss whether Enron’s officers acted within the scope of the authority.
However, with mistakes in their business strategy, Burberry’s situation worsened. The primary problem was that they didn’t impose strict control over their licensees who had relatively high freedom in their operation. Thus, it was difficult to maintain the quality and design of products across markets and resulted in deteriorated brand image. Before Bravo’s era, Burberry was perceived as a “conservative” brand that was being used by older people. Bravo came in and repositioned the brand.
There is also evidenced failure in the government’s efforts in enforcing safety standards. This is one example indicating the constraints of the law in its timely and effective response to serious safety hazards in the workplace for the less fortunate in society (Reiman, 1979). Although these issues are evidenced in every life, they are rarely responded since attaining the results through the set out legal system requires professionalism, skills, resources and influencing in the effort of identifying a loop-hole in the system and in the process oppress the poor even more. Since poor people cannot access any of the above, they often get to suffer for crimes they did not commit. The article further alludes to racial prejudices in the judiciary system citing